· Experienced consultants who want to learn new ways of using existing skills sets to provide more value to clients
· All consultants who want to reinforce their trusted-advisor status with clients by showing how existing skills can be applied to diagnose root-cause issues in more effective ways
· Early career consultants who want an overview of the key elements of organizational performance or want to strengthen their previous experience in management in their consulting career
· Each session is independent of the others
· Taken together, the 3 sessions provide insight into effective ways to improve performance
· Seminar style - allows interaction with your peers and the instructor
· On-line discussion forum - share their insights and ask questions of the instructor
· Recording available to all registrants
Our instructor, Dwight Mihalicz, President of Effective ManagersTM, helps CEOs and Executives helps managers maintain the balancing act that maximizes their organizations’ performance. Using every-day language, he translates complex concepts into meaningful action that clients can apply immediately.
In 2013 Effective Managers™ partnered with the Telfer School of Management at the University of Ottawa to conduct groundbreaking research on understanding the dynamics of manager effectiveness in the workplace. For more info about our instructor and the results of his research, click here.
Deeper Dive #2: Why Managers Don't Manager, and What to do About it.
The managers in our client organizations are dealing with the urgent, instead of the important. Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work.
Almost half of their time is consumed doing work that is not adding value in the way it should and could. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear objectives with statements of quantity, quality and timeliness.
This creates a vicious circle where managers – throughout the organization – are not clear about their priorities, but their own managers are not spending the time they must spend on managerial leadership activities to set context for work, to clarify priorities, and to resolve conflicts in cross functional work. These are frustrations shared by organizations ranging from small enterprises to multinational corporations all over the world.
This is a problem for management consultants, as project initiatives risk failure because the managers who must implement change are not doing the managerial work necessary for this change to be successful.
§ Participants will be able to identify organizational issues driven by ineffective managerial leadership
§ Participants will be able to coach CEOs and executives on the importance of effective managers and why their managers may not be managing effectively.
§ Read the white paper, The 5 Requirements of an Effective Manager (received with your registration)
§ Read the white paper, Are Your Managers Effective? (received with your registration)
§ Document your thoughts in the workbook (received with your registration) and share your insights with your colleagues and the instructor in an online discussion group.
§ List key insights and understandings that you gained from this session about understanding and/or assessing leadership issues in your clients’ managers
§ Think about your current clients. What can you do to help your clients understand the importance of managers being held accountable for doing their managerial leadership work?
§ Document your work in your workbook, or online to share your insights with your colleagues and the instructor.
The instructor is committed to responding to the online questions and commenting on observations for your benefit.